Some Elements of Sciencenter Culture



Sciencenter

A Summary of Organizational Culture

On Staff and Volunteers:

We are passionate about exciting the curiosity of young minds.

We are always looking for ways to innovate – operationally as well as educationally.

We are proud to be part of a leading organization—both in our own community and in the museum field as a player at the national level.

We enjoy working with our colleagues.

On Making Decisions

We use a set of guidelines to help us make the best and fastest decisions possible.

No. 1: “Who else should be involved in this decision?”

A few data points go a long way, and meetings are more efficient when participants come prepared with information.

It’s OK to say “no” once in a while. Don’t feel you have to undertake something just because you can, especially if you are maxed out already.

On Communication:

Thoughtful and timely communication is the key to successful staff interactions.

Always be thinking: “who might need to know?” when starting something new or making a big decision – don’t just plow through without getting the right people on board.

Make it your personal goal to enhance communication among people.

We expect you to share relevant information - in a timely manner - to other people who may need to know.

If you have a difficult question from the public, refer the person or question to an appropriate staff member.

On Staff Working Interactions

The Sciencenter was built on relationships.

Our success is based on how we grow lasting relationships among staff, volunteers, donors, members, our visitors, and members of the community.

We want our interactions with others to reflect respect and caring.

On Teamwork and Leadership

Everyone at the Sciencenter plays an important part in the organization’s success.

Lead by example.

Offer to help before it is requested.

Recognize that there is a time to lead, a time to step aside and let others shine, and a time to celebrate success.

On Customer Service

We don’t strive for good customer service – we strive for fabulous customer service!

Customer service “starts at home” – How can you provide awesome service to your co-workers?

Customer service is an essential part of providing our visitors with an unforgettable experience.

Providing legendary customer service is everybody’s job.

On Learning and Taking Risks

We want to be open to learning new things.

We want all staff to seek opportunities for additional training.

It is a sign of strength, not weakness, to ask for help when you don’t know something (rather than guessing what’s right or wasting time reinventing something that is already known by others around you).

If you see an opportunity to improve something, take a risk and try it.

On Planning

Planning is key to the Sciencenter’s success.

Plans serve as communications tools and provide the framework for decision-making.

We can’t plan for everything - opportunities come to us constantly.

Sometimes we alter a plan to pursue a new opportunity. Sometimes our plan provides a basis for saying “no” to requests.

On Sharing Best Practices

We value collaboration and try to “share out” what works well for us when it might help other organizations.

We share best practices in management, policies, programs, and planning through collaborations, conferences, publications and personal communications.

Sometimes we demonstrate “best practices” by NOT sharing information; for example, donor and member information and some types of personnel information require strict confidentiality, and we have a policy against sharing such information with other organizations.

On Workflow

We recognize that time is often our scarcest resource.

The Sciencenter is a fast-moving organization, and many staff members are involved in multiple projects.

We try to be sensitive to others’ time constraints - when someone is tracked on a deadline, offer understanding and a helping hand, if you can.

On Working Hours

The Sciencenter is a flexible workplace.

Unless you have a meeting or other scheduled obligations (e.g., Guest Relations & Operations), when you work is up to you.

On Interruptions

When dropping by someone’s office, ask if it is an OK time to interrupt:

If it’s not urgent: consider using e-mail or call to request a time to discuss an issue.

If it is urgent: call or drop in to request a time to discuss an issue, or alert someone that you have just sent an important e-mail that needs their eyes.

When interrupted, if you don’t have time to talk, tell the person you can’t talk right now.

It’s OK for urgent things to come up and need discussion, but resist having everything that needs another person’s attention be urgent.

On Volunteers

Our volunteers are very special at the Sciencenter. They form an integral part of our team, enabling us to greatly increase our impact. Volunteers expand our programs, exhibits, operations, advancement, and overall service to our visitors.

Volunteers helped to get us to where we are. It’s important that we remember our roots and where we came from. Treat all volunteers with dignity, respect, and appreciation.

There are many types of volunteers – from board members to floor staff. We try to offer our volunteers a personalized experience that meets their needs and ours.

On Credit and Recognition

“We are capable of amazing things if we don’t care who gets the credit.”

Be generous and timely with crediting others for their good work.

Stop to celebrate successes.

Remember that you gain more appreciation by crediting others.

Try to recognize individuals in ways that are most meaningful to them.

On Resolving Conflicts

Start by giving people the benefit of the doubt.

We are all working hard, with the best interest of the Sciencenter and our audience at heart.

Ask for clarification first, before judging (or trashing) a person, idea or decision.

If you have a complaint, it usually best to connect directly with the person involved first, before you go to others to discuss and publicly process a problem.

Try not to let things smolder or fester, and try not to involve others unnecessarily.

Avoid being defensive.

Try for a team-generated solution that everyone can live with.

The museum director and/or your manager are always willing to help negotiate conflicts with others, act as a sounding board, or intervene if necessary.

On Meetings

Always bring your calendar to meetings.

We hold regular staff meetings:

a. Weekly coordination meetings for directors

b. Regular department meetings (typically weekly)

c. Regular one-on-one meetings between staff and their manager

d. Monthly all-staff meetings (first Tuesday of every month)

e. Project team meetings as needed

f. Periodic board committee meetings

g. Periodic staff-volunteer lunches and happy hours

When attending a meeting, send agenda items to the meeting coordinator ahead of time and bring any materials that need review (or send in advance).

Cross-departmental meetings are the venue to discuss projects and ideas that impact people across the organization (don’t just bring your personal “to do” list to share).

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